Hit that Modern Media Miracles' logo on my LinkedIn page. I have used a strawman to develop a marketing concept that leads with Motorcycles, Music and Mobile Applications on smartphones through the Social Media. If I were interested in placing masterbrands such as Chevron, Caltex, Castrol, Mobil and/or BP in front of youths around the globe today a program developed through the Social Media delivered to smartphones might get more traction than programs pushed out through Television, Radio and Print now.Connect with 'ChoppyRides'​ on Facebook through an iPhone. My proof-of-concept combines YouTube footage and links that will download music and mobile applications to an iPhone anywhere on Earth.. while placing 'Retail'​ goods in front of youths who today live on those devices.Review: RoadApps®, RoadKit®, StreetSheet®, TrackJack®, RoadMissionCompetition® and NetTags®; each of these USA-registered, globally-accessible properties perform very different functions from placing Retail goods in Social spaces to carving-out Realestate for specific Mobile Applications in a very crowded market.As it turns out.. you can't ask bodies such as The United States Patent and Trademark Office (USPTO) to register properties such as RoadApps®, RoadKit®, StreetSheet® and TrackJack® to an organisation unless the submitter is able to show proof of the marks in use.. which is what Modern Media Miracles' concept development strawman 'Choppy' has been responsible for covering in spaces such as YouTube, Facebook and Instagram. With a bit of imagination you might imagine Modern Media Miracles' global, social, mobile assets generating rents for a major Oil Company, Vehicle Manufacturer or forward-thinking Property Developer through the Social Media on smartphones around the globe.. for decades to come.On an iPhone hit this link for a look at where the rubber hits The Road on my work for Modern Media Miracles; https://www.facebook.com/ChoppyRides

A team of Shopping Center Managers and I oversaw the operation of ten Westfield Shopping Centers across Sydney, Canberra, Brisbane and Perth, Australia during my time at Westfield. The Retailers in our patch of Westfield's business generated $3.2 Bn per annum in Retail sales. A great focus for our Center Management team was to insure the effective and safe operation of the portfolio's centers. Our other great focus was the collection of rent; Monthly Rent, Turnover Rent, Casual Leasing Space Rent and Advertising Contributions. I learned a great deal about how to capture value using rentable space while at Westfield. My rent-collection experience at Westfield has informed the development of global, mobile, social, properties such as RoadApps®, RoadKit® and StreetSheet® for Modern Media Miracles... all of which have tenancies that are designed to generate rents through the Social Media on Mobile Phones around the globe.. Vs through buildings out in the suburbs.

I worked on Chevron's 'ExtraMile'​ Franchised Retail concept in North America.. in preparation for a global roll-out. Drawing on some years of Operational & Design experience, I guided concept drawing/specification of the Retail box, key categories, floor layout/customer flows, employee training and Local Area Marketing. Once our team secured broad organizational support for the new design, I worked on-site with Construction, Maintenance and Merchandising to commission 12 stores in a test market; Seattle, Washington during 2005.Note: with Marketing Concept Development.. rough ideas don't fly. If I have a plan for a new Retail store program I need to be prepared to work in-market for many months to align our team members, local vendors and their cooperative procedures. Similarly.. if I come up with a new global marketing concept that places a mix of Retail and Downloadable goods in the Social Media on Mobile Phones.. I need to be prepared to get on my bike and demonstrate how that marketing system will work. The Concept Developer should be prepared work on every element.. to find a way to get that new concept working before one might expect to attract resources for the program.

I was responsible for all aspects of Caltex Singapore's Retail operation including management of the company's directly-managed and Franchised operations through three Area Managers.Our workforce of greater than 300 employees included Chinese, Indian, Malay, Philippine and Australian (1) team members; even with that complex of social backgrounds, Caltex Singapore operated as a very cohesive unit. We developed many operating procedures and marketing initiatives that were leveraged into the wider ChevronTexaco business across Africa, Asia and the Middle East in the form of a Retail Franchise.谢谢你为你的伟大的工作，新加坡队，而我在那里。我听到约翰​·萨姆负责。这是好消息！In addition to my line responsibilities, I worked as the client-side team leader on an organizational restructure of Caltex's Retail Marketing division throughout the Southern Hemisphere. With the Boston Consulting Group, we re-tooled reporting lines to insure that Convenience Retailing Best Practice could be driven across AAME.Caltex presents as one of the most successful joint ventures in modern industrial history. For more than 50 years, the US corporations, Chevron and Texaco have moved the business forward in the spirit of partnership. Caltex has grown with the populations it supports in Africa, Asia, The Middle-East and The South Pacific. As employer brands go, time spent working with Chevron, Caltex and Texaco isn't just time spent working, it is also time spent learning. I am pleased to recommend Chevron to you as a quality Employer.

In 2000 I traveled to New York, USA and briefed design firm CDI (now CBX) on the requirements for our new Caltex 'StarMart'​ Retail store concept. Between 2000 and 2001 I worked in Capetown, Dubai, Bangkok, Ho Chi Minh City, Kula Lumpur, Singapore, Manila and Auckland. In each city I lead our teams in sourcing; construction, advertising, food service and dry good suppliers.. and remained on the ground through pre-opening training, post-construction merchandising and week two commissioning at each new store to bring this concept to life in a locally-relevant format. Localization is key in Food Service. 2 Hot Dogs for a .99c may fly in Singapore. 2 Hot Dogs for 21,000 Dong in Ho Chi Min City does not compute.. and not just because the additional characters won't fit on Point Of Sale materials. Local food is key. In 2000 Caltex was still a Chevron/Texaco joint venture. Between them, Chevron and Texaco provided ready access to global vendors in the Retail Design, Manufacturing and Supply Chain fields; those connections proved invaluable while executing across AAME. With this role I had an opportunity to directly influence a Retail Store design. Too often when Retail Designers design they let aesthetics drive the format. The Store Design delivered through this work presented a local fresh food component with the cashiering den which insured that the food offer was easy to merchandise and always in front of customers. The co-location of the Food offer with the cashier also insured that labor costs were kept to a minimum; an imperative sometimes lost on Retail Designers. The core elements of this program remain in place throughout Caltex operations across Africa, Asia and The Middle East today.K̄hx k̄hxbkhuṇ xīk khrậng kạb pheụ̄̀xn k̄hxng c̄hạn nı COTL C̄hạn chxb welā thī̀ c̄hạn xyū̀ nı krungtheph‡ māk læa mị̀ pheīyng pherāa kxl̒f pĕn s̄ìng thī̀ dī Thīm thịy mī citcı thī̀ dī.

Reporting to both Sunglass Hut Australia's Managing Director and the Senior Vice President of Merchandise Planning in Miami, I oversaw the planning, distribution and in-store execution of Retail Assortments across all of SHA's 200 directly-managed, Australian and New Zealand locations. I traveled to Miami, USA for a four-week Merchandise Planning & Control training program prior to going live in this role.The Australian merchandise slate included >2,000 SKUs in each outlet serviced from our on-site distribution center in North Ryde, NSW. While in this role I taught myself Visual Basic for Applications and developed a program that set the stores'​ 'fill-to'​ mins insuring that the daily automatic polling of stock levels generated improved stock orders for our Asian Pacific Distribution Center. Elements of the code I developed for the Australian operation were subsequently used by other Sunglass Hut Planners in the US and the UK. Note: to this day I've not identified an adequate Merchandise Planning and Control course that I could recommend to someone starting out. The Buying piece is picked-up quickly.. the Forward-Planning, Numeracy and Computing skills are acquired at one's own pace. Some years on... staying on top of Technological Advance remains a focus for me.

After spending three months in Los Angeles with ARCO ampm in 1995, I returned to Australia and lead the opening of every Australian ampm Burmah Fuels (Shell wet stock) franchised convenience store across Queensland, New South Wales and Victoria between 1995 and 1997. BurmahCastrol's Retail fuels group in Australia operated with a lean and exceptionally well thought-out Organisational Structure... (a few of us were kept very busy upgrading a network of Burmah, Astron and Major branded service stations). I was charged with Store Concept Design, New Store Set-up, Franchisee Training, New Site Marketing and delivery/management of the Franchise's Food Service program.During my time with ampm in California I developed particular expertise in commercializing new food items to be sold in a Retail context i.e. Sourcing, Handling, Preparing, Holding and Marketing.

I was responsible for the in-field support of 20 Shell, Burmah, Astron and Major branded retail locations. I oversaw Marketing for the introduction of the 'Burmah Fuels'​ brand in to Queensland, Australia including all Radio, TV, Print and on-site Gala events. While in this role, I learned very quickly that Retail Franchisees want to know that their Area Manager knows how to restart a stalled car wash, walk them through a stock-take or create a Local Area Marketing program that will attract new business. They tend to be less interested in one's Academic background.Note: my first overseas holiday out of Australia in my early twenties wasn't to Anaheim or Bali.. but was directly to Beijing to learn more about Asian culture and work on my Mandarin. While in China I was struck by the extent to which two-stroke motorcycles predominated over all other forms of transport there.

I managed BP Lawnton and BP Albany Forest. Running multi-million dollar facilities for BP at twenty was an incredibly good start to a Retail career. The lessons I learned then through leading a team of 10 people, correcting Stock-takes and building relations with local businesses to sell BP Card are experiences that continue to serve me well today.

I worked on national Customer Service, Retail Presentation and Card Marketing projects as part BP's Australian Retail Development Group. I was one of 20 students selected for BP's Graduate Trainee program from 2,500 applicants. How many companies, even today.. have processes in place to make an offer to an undergraduate student like John Walsh eighteen months before he has finished his first degree.. in Central Queensland, Australia? Good one BP.***Note: Hawthorn Motorcycles of Melbourne were good enough to help me on to a 1986 Harley Davidson Sportster in February 1990. 'Consumers'​ who live with Road brands like Harley-Davidson.. expect authenticity, functionality and some personality too in communiqués from their bike​ company.. it isn't a traditional Corporation-Consumer dialogue. Today many organizations market their wares like they are selling cleaning products.. very sterile. In an increasingly noisy marketing landscape Marketers who connect with Consumers through a bit of authenticity & personality.. globally... via channels like the Social Media delivered to Mobile Devices for example.. will cut through out on The Road and reward Investors up on the street.